Business Plan Alveley Old Chapel February 2012

Business Plan
Alveley Old Chapel
February 2012
Contents:
1. Vision, Aims and Objectives
2. Background Information
a. PCC of St Mary’s Alveley
b. The Old Chapel
i. Description
ii. Location
c. Existing Village Facilities
3. Demand & Needs Analysis
a. Evidence
i. The Parish Plan
ii. Community Tool Kit
iii. Survey Work
iv. Potential Service Providers
v. Anecdotal Information
4. Proposed & Existing Activities
a. Existing Activities
b. Commercial & Business Support Centre
c. Young People’s Centre
d. Informal ‘Drop-in’ hub
5. Potential Partners
6. Marketing
7. Forecast Outcomes
8. Capital Expenditure
9. Initial Funding
a. Sources of funding
10. Sustainability
a. Financial Information/Projections
11. Future Developments
12. Appendices
a. Parish Plan Excerpts
b. Project Questionnaire
c. Bridgnorth Youth & Schools Work Survey
d. Capital Expenditure Quotes/Estimates
e. Profit & Loss Account Projections (3 Years)
f. Cash flow forecast (three years)
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Vision Aims & Objectives
This Business Plan has been produced by the Parochial Church Council of St Mary’s
Alveley (the PCC) and outlines the practicality and viability of acquiring the Old
Chapel at Church Road Alveley and its subsequent use within the community.
The vision for The Old Chapel is;
To become a centre for providing support to local small
businesses and to be a vibrant and well-used hub
supporting the people of Alveley in numerous and
diverse ways.
Aims & Objectives
To acquire and redevelop the chapel making it fit for purpose and able to
accommodate a range of concurrent activities.
This will be achieved by;
Securing ‚115,948 of funding to enable;
 Initial property purchase,
 the installation of a new heating system,
 new insulation,
 general refurbishment,
 partitioning to create an additional room,
 acquisition of new office and kitchen equipment,
 improved access to the building,
 all to be completed and installed by 31 May 2012.
To encourage a range of services and activities to be delivered from the building to
improve the lives of local people and support local businesses.
This will be achieved by;
 Providing a wide range of support for local small businesses, including
facilitating bespoke training, providing meeting rooms and office
services, by May 2012.
 Providing a range of services for local young people a need identified
in The Parish Plan, by May 2012. This to include a focus on helping
ready young people for work.
 Securing at least 4 partners interested in delivering services from the
chapel by April 2012.
 Ensuring that the space developed is fit for purpose for the delivery of
such services by May 2012.
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To increase the community use of the chapel by the widest range of residents of
Alveley and particularly local young people.
This will be achieved by;
 Confirming the social and business related needs of the local
community through consultation by April 2012.
 Confirming providers of social activities to deliver from the chapel to
satisfy the community needs by April 2012
 Confirming providers of training and services relevant to small business
and residents.
 Where providers do not exist to meet local demand, seek to develop
activity to satisfy the identified needs by May 2012.
 Timetabling activity to ensure the diverse needs of local people can
be met
 Marketing the new activities to the local community and ensuring the
widest awareness of the activities, enabling incremental increases in
user numbers year on year.
 Marketing the new services and facilities to local businesses to ensure
incremental increases in usage.
To ensure the chapel is financially sustainable in the long term.
This will be achieved by;
 Marketing the new programme to the local community and ensuring
the activities are sustainable in the long term.
 Marketing the new services, training courses and facilities to local
businesses to ensure incremental increases in income.
 Ensuring realistic pricing tariffs and matching to inflation rises year on
year.
 Keeping operating costs below income levels year on year whilst
ensuring a quality of delivery consistent with the pricing structure
 Increasing turnover and generating profit for reinvestment over a 5-10
year period
To ensure there is an appropriate management and governance structure to lead
the future development of the chapel.
This will be achieved by;
 Agreeing a workable governance structure by April 2012
 Identifying and recruiting suitable volunteers in sufficient numbers to
provide a management team, (being a sub-committee of the PCC)by
April 2012.
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Background Information
The PCC of St Mary’s Alveley.
For 15 years or so it has been the stated aim of the PCC to develop a community
based centre and during this time a number of projects have been considered.
These included utilising other existing buildings and thought was even given to
developing St Mary’s church itself by building an extension/annexe. None of the
proposed projects proved feasible and thus funds were saved and retained for a
more suitable project.
The Old Chapel
This has been the home of Alveley Methodist Church for many years and is situated
in Church Road, Alveley WV15 6NP in the heart of the village. It was built in 1862 and
since that time has been in constant use until its closure in early 2011.
The building comprises; the main hall (8.7m x 6.0m); a store room (7.4m x 3.5m);
Hall area (3.0m x 2.0m); kitchen (4.2m x 2.5m) and toilets.
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A survey was undertaken by R O Sandbrook Ltd on behalf of the PCC which advises
that the building is in a reasonable state of repair given the age of construction.
It is not located within the Conservation Area (see location map) and it is not a
Listed Building. It has Planning Consent for D1 which would appear to cover both
historic and anticipated usage. Mains water and electricity are already connected
but not main line gas.
Location Map
The Old Chapel
This red line delineates the
Conservation Area
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Existing Village Facilities
Alveley is well-endowed with good public buildings, especially
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Village Hall and The Pavilion, large practical meeting places booked from
time to time by organisations and individuals for events, interest groups,
functions etc.
St Mary’s Church, a large sacred space, open every day and used
regularly for public worship and community events.
The vision for the Old Chapel is to be mainly an Open-house or Drop-in venue, it is
also key that the Chapel fulfils a lead role in supporting the local economy. A
business support facet also helps with future sustainability.
It will be distinctive from the Village Hall and Pavilion as a small venue, open most
days for much of the time, and distinctive from St Mary’s as a practical space able
to be heated and warm for most of the day. These factors and our consultations
have shown that the existing provisions are not able to fulfil this needed role: the
present buildings are also unavailable for youth gatherings, and at the other end of
the village down a steep hill.
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Demand and Needs Analysis
There is a range of evidence which demonstrates both the need and demand for
this project including the Parish Plan, the Community Toolkit, specific survey work (2),
discussions with prospective service suppliers and anecdotal information.
The Parish Plan
This was produced during 2006 and actually published in January 2007. The aim of
the plan was to encompass within one document the needs of Alveley as a living,
developing and changing community. Many aspects were considered and the
process gave the community the opportunity to have a say in how they wanted the
village to develop over the coming years. Many of their aspirations have
subsequently been realised but not all. A Revision of the Plan was undertaken in the
Autumn of 2011 with 167 questionnaires returned from a total of 950. Respondents
felt that the village is well served, other than for the 11-18 age group.
Areas of the Plan that are relevant to this Business Plan include;
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Identifies a requirement for facilities and a meeting place for young people.
The young and to a certain extent, the elderly are groups that are less well
catered for in terms of activities.
The Shropshire Youth Service produced a report on the welfare of young
people as a part of and supporting The Parish Plan
Opportunities for school leavers finding employment in Alveley are poor.
Young people see few advantages of living in Alveley and perceive that
other villages are favoured in terms of facilities, such as the Severn Centre in
Highley
the benefits of living in Alveley were friends, security and the village being
clean and quiet
Activities in the village may not have a relevance to young people.
The Community Toolkit (April 2010)
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findings back up the Parish Plan and also recognise the challenges of
transport for young people who cannot access facilities in neighbouring
towns, and the lack of youth facilities.
opportunities for school leavers finding employment in Alveley are poor.
The industrial estate employs relatively few local people and other local
employers employ foreign workers.
There is little evidence to suggest that local businesses employ local people or
support the community.
The census profile demonstrates a higher than average percentage of older
people residing in the village.
Generally people are slightly less skilled, have fewer formal qualifications and
a slightly higher percentage of people with no qualifications at all.
Most secondary age students attend Oldbury Wells School or the Endowed
School in Bridgnorth, which has slightly lower than average results for 5+ A*
GCSE’s.
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67% of workers travel outside of the area to work
14.5% are self-employed – slightly higher than average.
Survey Work
Project Questionnaire
The survey has shown that the most requested village facilities include;
Youth club (33%),
More diverse outdoor activities (31%) and
Scouts & Beavers (16%).
To date around 60 questionnaires have been taken, and 25 returned, with a further
15 written suggestions and emails. Besides supporting the suggested uses and
priorities, even these initial results have identified preferred days and times for
opening among respondents. (see appendices for details of the questionnaire and
responses)
A display was hosted, inviting questions and suggestions on the chapel project at a
special Parish meeting set up by Shropshire Council and Alveley Parish Council on 16
July. Since then questionnaires have been available at Alveley Post Office, at
www.alveleychurch.org and in Alveley church.
Bridgnorth Youth and Schools Work Survey
This was undertaken during the Autumn of 2011 when the vast majority of pupils at
both the Endowed School and Oldbury Wells School were surveyed by way of a
questionnaire. The results from those living an Alveley (67 responses of 70) reveal;
24% want a caf„
19% to attend ‘interest based’ activities
When asked what they would like to have access to, the responses were;
27% careers advice
14% help with homework
14% help managing money
11% CV writing
Please see appendix C for a summary of the survey results.
Potential Service Providers
Initial discussions with two training companies (Cognet Ltd and Old Vicarage
Adventure Centre) suggest that there should be sufficient local demand to run First
Aid and Food Hygiene courses on a reasonably regular basis.
A few local companies have also verbally indicated that they would make use of
the room and facilities. (Daval Controls Ltd and Solar Electronics Ltd)
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We have inferred from preliminary discussions with some of our prospective partners
(see later comments) that although at this stage there is no definitive evidence for
demand, their experience tells them that there is very likely to be. Thus it is felt that if
certain services, (e.g. Citizens Advice Bureau) are made available that they will be
taken up and utilised.
Anecdotal Information
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Since the possibility of the project (through availability of the Chapel for sale)
in March 2011,the PCC has made every effort to maximise publicity through
parish magazine, local press and liaison and drawn on local input and
opinion. Feedback has been wholly supportive from village residents,
Methodists, Clubs & Societies, and businesses.
Rising unemployment levels, especially for young people where the figure
now exceeds one million.
A recent report from the children’s charity, Barnado’s, reveals that the most
disadvantaged are unemployed 16-17 year olds as Government policies and
support prioritise from age 18 only.
The report also goes on to say that opportunities for this age group to acquire
the skills needed for work are rapidly declining.
There are no training facilities in Alveley
There are no facilities for local business to have small meeting rooms.
A straw poll from a few local businesses and the self-employed reveal;
o the availability of local training, for First Aid, Food Safety & Hygiene,
basic IT, etc, would be very welcome.
o Photocopying, basic printing and faxing services are currently
unavailable locally and are needed.
Continuing Work
Work continues with the Positive Activities Team to optimise use of the SC Youth
provisions. It is also anticipated the work with Shropshire Youth Association will
continue and moving forward the collaboration and strong links will be further
enhanced and developed.
As a part of this Business Planning process consultations with local groups, Alveley
Parish Council and Shropshire Council (Community Action Team and Cllr Tina
Woodward) have helped to develop a vision for the Chapel as an Open-house
Drop-in venue based on need and demand.
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Proposed and Existing Activities
Existing Activities
The Chapel has been in constant use for many years until its closure earlier last year.
A number of different village groups have made use of the facilities and all have
been encouraged to recommence their activities as soon as is practicable, after
ownership has been transferred to the PCC. All have confirmed their intention to do
so. The groups include;
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The Alveley Singers, with c40 members meeting weekly for choir
practice.
Oasis, a monthly drop-in coffee morning, open to everyone with
around 20 regular attendees. Proceeds from the sale of teas, coffees
and cakes are donated to charity. The Severn Strollers and Striders
group (ramblers) often use Oasis as the finishing point for their outings.
Garden Allotments in the chapel grounds
Activities Relocating
It is intended that a number of community activities currently held in St Mary’s
church be transferred to the Chapel. Although St Mary’s is adequate the Chapel is
considered to be a much more suitable venue. These include;
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Film & Lunch Club (monthly)
Children’s Club (Sunday mornings)
Parents & Toddlers Group (weekly)
Pizza Plus (8 – 18’s – Friday weekly)
Proposed Activities
As mentioned previously, although a principal aim and vision is for the Chapel to be
a community based facility and be available as a drop-in type venue, it is also key
that the Chapel fulfils a lead role in supporting the local economy. A commercial
element clearly helps to ensure future sustainability as well as benefitting the wider
community. These various activities are considered to be very symbiotic with strong
links and ties between them, with one feeding another and still being very much
‘total community’ based
Commercial & Business Support Centre
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Providing small office services, such as printing, photocopying and
faxing- there is no similar facility within 7 miles
IT facilities and internet access.
Meeting Room with wi-fi, projector etc
Facilities to support a range of training – First Aid and Food Hygiene
courses being the principal ones.
Basic stationery store- (there is no facility within a 7 mile radius to
purchase any stationery/office equipment)
Young People’s Centre
A meeting place for young people - a variety of after-school and evening organised
events and activities as well as informal “drop-in” sessions, providing a safe, friendly
and intergenerational place to relax with friends with access to computer games
and other indoor games (such as table football & table tennis), internet access and
help with homework. Possible further developments include holiday clubs for
primary school children, Community projects, Scouts etc.
Links with secondary schools, colleges, service providers and employers will develop
further support to young people to ready them for the work place including:
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Interview training/ support
CV preparation
Jobs vacancy wall- linking local employers with local people
Drop–In Hub
It is intended that the Chapel is open every week day for most of the day and for
evenings and weekends for pre-arranged meetings, events and sessions. The
Chapel will offer:
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A coffee shop run by volunteers and serving home-made and local
produce at affordable prices
A lending library – to compensate for the recent reduction in service
from Shropshire Council’s mobile library, extending its accessibility
through receiving returns and orders; and build a shared community
library alongside.
Internet access – for those without their own access at home in
addition to providing computer learning and shared interests, with help
and guidance at times.
A place for quiet reflection; a reading room
“Big Society” services such as providing help to those who experience
difficulty with administrative tasks such as filling in official forms or
writing letters, and hosting Citizens Advice Bureaux sessions
A ‘Telly Talk Point’.
Assistance with training and employment - opportunities for direct
provision are under investigation but the provision of information on job
vacancies, direct links to providers will provide a much needed local
access point
Outreach space for organisations to provide information advice and
guidance to residents- e.g. Shropshire Council (Cllr Tina Woodward
and CAO Tom Brettell), job centre plus, etc.
Adult/Vocational learning centre: evening classes, languages, life skills,
hobbies.
An information centre with suitable leaflets, brochures and information
boards. (Job vacancies, courses, apprenticeships, local groups etc)
Potential Partners
We have already consulted with a number of prospective partners who will support
us in delivering services that have been identified as being needed by our target
audience. These partners include;
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Parish Council – very supportive, good publicity and advice.
Shropshire Youth – very supportive
Mobile library – discussing acting as an extension/return point in view of
reduced services.
Councillor Tina Woodward – very interested in using for surgeries and
information point.
Tom Brettell – Senior Community Action Officer
Cognet Ltd (training company)
Old Vicarage Adventure Centre (training company)
CAP (Christians Against Poverty)
Torchbearers Trust – Youth and Schools Worker
We are also working with St James Hall in Bridgnorth in overlapping areas. Partners
already interested in using their new rooms have been contacted and some initial
discussions have taken place;
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SCAT – discussing outreach opportunities provided there is demand
County Training –multi agency, work/employment training opportunities
Shropshire Council – Worklessness Co-ordinator – interested in helping set up a
Work Club if enough local interest can be generated
Shropshire Council Benefits Service – interested in multi-agency work in the
area
Job Centre Plus – keen to support partnership working and the possibility of a
Work Club or Enterprise Club
Credit Union – interested in potential of Credit Union presence if enough
interest locally
Shropshire Council Housing Team – Landlord Services – very interested in
setting up a Residents Group and making maximum use of the Chapel
Citizens Advice Bureau – interested in potential of outreach sessions at the
Chapel if sufficient demand can be demonstrated
Age UK Shropshire – would be interested in supporting local partnership
activity
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Marketing
The PCC will establish two sub-committees to promote and market the facilities, one
for all commercial aspects and another for all remaining chapel uses. In order to
achieve the set objectives it is essential that the local community, both business and
personal is made aware of the facilities to be made available.
Commercial & Business Support Centre
It is intended that a full marketing plan be produced, by April 2012, with the help
and support of our proposed service providers/partners. Initial discussions have
already taken place.
The main aspects will be promoting the availability of an equipped meeting room
plus in liaison with the service partners, the proposed training courses. The aim is to
hold at least three courses in the first year rising to a minimum of 4 in subsequent
years. Our financial forecasts call for at least 7 delegates for each course.
Existing Activities - Young People’s Centre - Informal ‘Drop-in’ hub
The vast majority of the local community is already well aware of the project and to
a large extent the range of services that are to be available. An initial launch event
will be arranged with local press in attendance as it is vitally important that everyone
in the village is made aware of the facility.
Best use will be made of existing communication lines, for example the Parish
Magazine (which is received by c75% of the village population), Parish Newsletter (to
all homes), existing website for St Mary’s, all village notice boards, Bridgnorth Journal,
Shropshire Star etc. We will undertake a leaflet drop to every home in the village,
outlining exactly what we are and propose doing at the Old Chapel. One idea is to
include a voucher for a free drink to encourage them to come and see us. We will
also encourage the teenagers (60-70) in a similar way.
Word of mouth will also be important.
A new logo (please see above header and front page of this document) has been
developed and the design reflects the vision of the chapel as being a warm and
welcoming centre for all to enjoy. This will be utilised in all literature etc.
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Forecast Outcomes
As mentioned above the project is intended to bring various parts of the community
together for both individual and mutual benefit. Some aspects, as detailed below
can be measured, but others have more of a life enhancement feeling where
everyone feels a benefit. We expect the relationship between the various
sectors/groups/business etc. to become progressively more symbiotic and this being
reflected in the types of events or services that are delivered. Although our initial
plans are outlined here this is merely the starting point for what we see as a dynamic
and continuously progressing project/facility.
There are a number of distinct aspects to the overall project and clearly these are
targeted at sectors of both the business and local community. The aim is to provide
a facility that can be enjoyed by all; engaged in a variety of diverse activities, some
with a commercial bias and others with more of a community feel to them. But the
link between them remaining ever present and becoming increasingly symbiotic.
The success of the project can therefore be assessed in a number of ways, some
measurable and others being more altruistic. An indication of the outcomes we
hope/plan to achieve are detailed under the headings for the planned uses for the
chapel.
Existing Activities
A number of identified Groups are currently using the chapel plus others have
indicated their willingness to move, as detailed previously. A sign of our success will
be the number still using the facility in 6 or 12 months’ time (assuming that these
Groups are still in existence). As they will also be paying for room hire then a financial
measurement can also be used. It is not intended to try and attract other Groups
that may be using other facilities in the village. By creating an awareness locally of
the facility it is anticipated that any new Groups would automatically give the
chapel consideration as a potential venue. It is also hoped that the availability of
the facility will in itself encourage new and as yet undetermined interest groups to
become established.
Commercial & Business Support Centre
The main aspects here are; office services, IT facilities, meeting room hire, provision
of training courses and a basic stationery store. The aim is to be able to provide
these services cost effectively to local businesses. The wider economic benefit is to
reduce travel (and therefore time and cost savings, plus an environmental benefit),
plus keep any spend within the community itself.
Provision of local training courses is seen as a prime area. The plan is to arrange 3
courses in the first year with at least 7 delegates for each, increasing to at least 4 in
the second year. Thus we can measure success against number of delegates
trained, as well as income generated.
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Other measures can include;
Number of local businesses utilising the facility.
Number of times the meeting room is used/let out and income generated.
As the relationship of the local/general community develops with the business
community we would anticipate and expect the range of services provided to be
developed and expanded in line with this growing relationship. Thus we aim to
provide, within our available resources, what is required. Another indicator of the
effect or result of this developing relationship will be if there is any change to how
and from where local businesses recruit new staff. Clearly we hope that an
increased proportion of staffing is sourced locally and as a direct result of this new
facility.
Young People’s Centre
There are currently around 70 students of secondary school age in the village and
around 12 or so are school leavers each year. Some will go on to further education
but others will be looking for full time employment and thus may require direct
support/advice/training. A measurement of success will therefore be how many
receive such support and also how many subsequently obtain full time employment.
Another indicator will be if any of the local businesses change both how and from
where they recruit new staff.
Clearly the nature of the support given will be closely monitored and
adapted/changed to demand both from the attendees and also taking into
account our close working relationship with the local business community, as
outlined above.
The youth element is of course, not restricted to school leavers and thus a
measurement that will be closely monitored is precisely how many young people
use the facility on a regular basis. This will be coupled with a specific assessment of
individual events arranged. The range of services/support provided can therefore
be continuously developed and adapted to meet exactly what is required or
requested.
Informal ‘Drop-in’ hub
This element is naturally by its very nature not an ‘organised’ event and the aim is to
be available to everyone during the hours the centre is open. A warm and
welcoming atmosphere. It is hoped that the number of people making regular use
of the facility will reach a level that makes opening totally worthwhile. The allembracing nature of the centre is designed to foster the growth of relationships
between young/old/community/businesses – all sectors of the community coming
together.
The intergenerational activity will enhance and improve community spirit. We are
looking to develop and promote a cross fertilisation of ideas from what initially will be
a disparate group of people from all sectors of the local community. Although we
do not necessarily suffer from bad behaviour from our local youth an outcome we
would hope to see is that the intergenerational aspects serve to have a positive
influence. Indeed an objective is to help them [the youth] to become more socially
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aware, more rounded, encourage them to be socially responsible, to impart life skills
that will help make them employable. Build trust across the generations by regular
interactivity.
Alveley has two distinct groups, separated geographically, socially and to a certain
extent generationally. On the one side is the ‘old village’ represented by those from
the coal mining community and the other, new villagers. There is a degree of
historical enmity and an outcome we are looking for is an improving relationship
between these groups
Another benefit we hope to see, in addition to providing a venue where existing
groups can continue to meet, is the establishment of new groups. The fact that the
facility is available will encourage or facilitate new groups. ‘If you build it, they will
come.’
Measurements of success could thus include; Number of Groups (and group
members) using the facility.
Intergenerational numbers using the facilities.
Number of people using Telly Talk Point, using CAB, and any other outreach type
services.
Other Outcomes
Clearly financial outcomes will be closely monitored. It is important that the centre is
self-sufficient and thus sustainable. Income derived from the caf„ forms a significant
element of forecasted income and systems will be introduced to closely monitor
progress and performance against those forecasts.
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Capital Expenditure
Internal Costs
In order to make the Chapel fit for purpose it is essential that an adequate heating
system is installed and clearly coupled with this the building also needs to be
properly insulated to ensure that heat loss is minimised. The work needs to be
undertaken as soon as is practicable as the intention is to open the facility at the
earliest opportunity.
The partitioning and ceiling work is also considered to be essential as this will enable
an element of the building to be available on a commercial basis and thus be
income generating. To ensure sustainability, income needs to be produced from the
outset. An element of electrical rewiring and given the alterations also some new
wiring is required immediately.
External Costs
The intention is to use the door to the right hand side of the existing main entrance
as the new principal entry, since this will be more suitable given the lay out of the
building. This will lead into what will be considered the main reception area. To make
this accessible for the disabled it will be necessary to level out the pathway thus
avoiding any steps. Main line gas connection is required as this will be used with the
new heating system. Clearly to ensure broadband and thus wi-fi is available a new
BT connection is required.
Equipment Costs
Although we have been donated some kitchen equipment certain expenditure is
nevertheless necessary to ensure that we comply with current legislation, as the
intention is to sell hot drinks and snacks. The IT spend is mainly lap top computers and
related equipment, such as routers etc. New furniture for the meeting room and
main hall is required – please see appendices for a detailed list.
Non-Essential Expenditure
As a part of the overall heating project it would also make sense to replace the
windows with modern double glazed units and similarly replace the main entrance
door. However, it is acknowledged that these items although clearly required, may
be considered non-essential at this stage.
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To provide two off road disabled car parking spaces in what is now the allotment
area may also at this stage be considered non-essential expenditure, although
possibly remaining part of an overall program.
Project Costs
Net
Cost
VAT
Gross
Cost
Purchase Price & Professional Fees
Internal Costs
Insulation (Main hall)
Heating System
Office Partitioning
Office Ceiling
Electrical Work
External Costs
Mains Gas Connection
BT Connection
Parking Area
Pedestrian Access
Equipment
Kitchen Equipment
IT Equipment
Furniture & Equipment (Main hall)
Furniture & Equipment (Meeting Room)
Door & Windows
New Front Door
Double Glazing
Total
69280
7066
6955
2286
2706
2074
21088
1413
1391
457
541
415
4218
8480
8346
2743
3248
2489
3880
345
3911
1963
7886
776
69
782
393
1577
4656
414
4693
2356
3333
1500
4360
2420
11613
667
300
872
484
2323
4000
1800
5232
2904
833
5734
6567
167
1146
1313
1000
6880
Essential
Essential
Essential
Essential
Essential
25306
Essential
Essential
Non-essential
Essential
12119
Essential
Essential
Essential
Essential
13936
Non-essential
Non-essential
7880
Total Costs
128521
Essential
Non-essential
115948
12573
128521
19 | P a g e
Essential
Initial Funding
Sources of Funding
Funds held by PCC
Grants:
Bridgnorth Local Joint Committee
Rural Challenge Capital Fund
Howard Thompson Bequest
Church & Community Fund
Whittall Meadows Trust
Diocesan Partnership Fund
69280
3000
38236
2000
8346
650
1200
Held
2nd
Held
Round February
Awaited
Declined
Held
Awarded
Other Income:
Village & Church Gifts
Total Funds
1582
Mostly Held
115948
Non Cash Contributions
Project Management – we have enlisted willing help of team members from
the community with project and business skills.
Expertise – we have continuing free time and expertise given by a local
Quantity Surveyor, and consultations by a heating engineer on both system
type and contractor recommendations.
Skills – a local sign writer has offered services free, several will be providing
decorating and landscaping free.
Gifts – we have been donated a nearly-new trampoline, folding table-tennis
tables, snooker table, gas barbecue, fridge-freezer and other kitchen
equipment.
20 | P a g e
Sustainability
As this is a new project we have no historical data on which to base our forecasts
and thus both income and expenditure are largely estimated. Some lines however,
will be reasonably accurate as we have firm quotations, for example broadband
and also commercial insurance costs.
Financial Projections
1st Year
Income
Room Letting
Caf„ Sales (Net)
Donations/Gifts/Fund Raising/PCC
Office Services
Training Courses
Miscellaneous
Expenditure
Insurance
Water Rates
Broadband/Landline
Gas
Electricity
Cleaning
Office Expenses
Refuse Collection
Maintenance
Miscellaneous
Surplus/Deficit
2nd Year
3rd Year
1,000
3,998
1,500
200
450
0
1,200
6,480
500
360
600
0
1,260
6,732
250
420
700
0
7,148
9,140
9,362
480
800
360
1,000
550
1,500
120
80
1,000
120
504
840
378
1,050
660
1,575
180
100
1,050
144
540
879
397
1,102
696
1,654
210
105
1,102
180
6010
6481
6865
1,138
2,659
2,497
We have adopted a somewhat cautious approach with these forecasts with costs
being higher and income being lower than we actually hope to achieve. Based on
this more pessimistic view, the centre is nevertheless sustainable, with a reasonable
degree of margin for any errors in the forecasts. Costs could increase by some 19%
or income fall be 16% (1st year) before sustainability becomes an issue.
21 | P a g e
Future Developments and Plans
As is mentioned in various places within this Plan we see a clear and definite
relationship between the various sectors of the community, with young/old,
business/private all coming together and being involved with each other in a
diverse range of ways. This relationship will continue to grow and evolve and in itself
will determine the future direction of the Chapel.
Services provided will similarly evolve as a direct result of these developing
relationships. We would expect to be able to adapt and change as required to
ensure we continue to provide exactly what our ‘total community’ requires.
The village has expressed much enthusiasm in use of the chapel grounds and we
are in discussion with the Historical Society who are looking to arrange a competition
for garden design. This will also encompass a Memorial sculpture, probably made
from two mill stones, commemorating those who have served and lived in the
village.
In due course we will look to develop the lower end of the garden area to
incorporate an outside caf„ and children’s safe play area.
The Chapel itself will require further expenditure to maintain the fabric of the building
plus we would aim to install replacement double glazing as funds allow over the next
few years. Similarly the aim is to install solar panels which can be used to off-set
electricity charges or perhaps generate heat.
We would also like to be able to make significant improvements to what will be the
main entrance (currently the doorway to the right hand side of the building) as the
existing door is not very ‘welcoming’. The plan is to replace with a glazed unit and
also construct a porch. This will also then provide an ‘air-lock’ between the main
building and the outside, which will significantly improve heat retention as well as
being much more inviting.
22 | P a g e
Appendices
a. Parish Plan Excerpts
b. Questionnaire
c. Bridgnorth Youth & Schools Work Survey
d. Capital Expenditure Quotes/Estimates
e. Profit & Loss Account Projections (3 Years)
f. Cash flow forecast (three years)
23 | P a g e
Appendix A
Parish Plan Excerpts
Appendix B
Project Questionnaire
Appendix C
Bridgnorth Youth & Schools Work Survey
Alveley
Distribution by age and sex
not given
age 11
age 12
age 13
age 14
age 15
age 16
age 17
age 18
67
Male
0
4
6
5
5
4
1
1
0
Female
0
3
6
7
9
10
2
0
0
blank
1
1
1
0
0
0
0
1
0
26
37
4
age 18
age 17
age 16
age 15
age 14
age 13
age 12
Male
age 11
Female
blank
not given
0
What would you like to
have access to?
Other
Help managing your money
Drug abuse advice
Alcohol abuse advice
Stop smoking advice
Being an effective student
Careers advice
Homework help
Sexual health advice
CV writing help
2
4
6
8
10
12
14
16
CV writing help
Male
0
8
0
1
4
5
13
6
7
3
Female
4
6
2
2
2
8
16
8
1
9
blank
0
2
2
0
0
0
1
1
0
0
Sexual health advice
Homework help
Careers advice
Being an effective student
Stop smoking advice
Alcohol abuse advice
Male
Drug abuse advice
Female
Help managing your money
blank
Other
0
5
10
15
20
25
30
35
Alveley
How confident are you that you will achieve your
ambition?
Very unconfident
Unconfident
Not Sure
Confident
Very confident
3
4
28
26
6
How do you feel about yourself?
Very low
Low
OK
Good
Great
4
7
25
18
13
Very confident
Confident
Not Sure
Unconfident
Very unconfident
0
2
23
37
3
2
10
15
20
25
30
Great
Good
OK
Low
Very low
0
Do you think you can contribute anything to
your community?
Not at all
Sometimes
Don't know what I can offer
Quite a lot
All the time
5
5
10
15
20
25
30
All the time
Quite a lot
Don't know what I can offer
Sometimes
Not at all
0
What sort of youth activity would you most like
to attend
Male Female None
Church based
1
2
Interest based
12
7
Youth club
2
4
CafÄ
1
15
Drop In
1
2
Non e
7
9
5
10
15
20
25
30
35
40
Male
Drop In
Female
CafÄ
None
Youth club
Interest based
Church based
0
5
10
15
20
Appendix D
Capital Expenditure Quotes/Estimates
The Chapel - Office Construction
03/02/12
Nick Armstrong
Item Description
Quant
Unit
Rate
Total
1
Construct studwork wall in timber to separate room
11.99
sm
Ä16.50
Ä197.76
2
Door lining within partition
1.00
no
Ä20.00
Ä20.00
3
Two layers of 15mm sound block plasterboard to either side
47.96
sm
Ä5.61
Ä269.06
4
Mineral wool insulation within void
11.99
sm
Ä5.50
Ä65.95
5
Plaster skim to stud wall
23.98
sm
Ä3.40
Ä81.53
6
British Gypsum metal gyplyner wall system with 50mm cellotex rigid
insulation fitted within void and 12.5mm vapour checked plasterboard
screw fixed with 2mm plaster skim to incorporate window to North Wall
12.15
sm
Ä42.40
Ä515.33
7
Reroute and wire for light switch
1.00
no
Ä50.00
Ä50.00
8
New office type light fittings hanging from exsisting ceiling
2.00
no
Ä40.00
Ä80.00
9
Internal door
1.00
no
Ä40.00
Ä40.00
10
Ironmongery for door
1.00
set
Ä15.00
Ä15.00
11
Architrave for door
12.00
lm
Ä2.00
Ä24.00
12
Skirting to new room
26.00
lm
Ä2.50
Ä65.00
13
Painting to room
1.00
item
Ä250.00
Ä250.00
14
Carpet tiles
14.06
sm
Ä40.00
Ä562.40
15
Cleaning
1.00
item
Ä50.00
Ä50.00
Total
Vat @ 20 %
Grand Total
Ä2,286.02
Ä457.20
Ä2,743.22
The Chapel - Office Ceilings
03/02/12
Nick Armstrong
Item Description
Quant
Unit
Rate
Total
1
Lay in grid "office type" ceiling which will cross existing window but
could have insulation laid over the top of the tiles to office only
14.06
14.06
sm
sm
Ä34.50
Ä5.25
Ä485.16
Ä73.83
2
65mm Insulated plasterboard and skim to sloping ceiling working around
existing roof timbers to office only
14.70
sm
Ä47.50
Ä698.25
3
65mm Insulated plasterboard and skim to sloping ceiling working around
existing roof timbers to office and resturant ceiling
30.52
sm
Ä47.50
Ä1,449.70
Total
Vat @ 20 %
Grand Total
Ä2,706.93
Ä541.39
Ä3,248.32
Electrical wiring and rewiring – verbal quotation received from a local qualified electrician
confirming that all necessary work can be completed for •2074 plus VAT.
Kitchen Equipment – not costed out on a per item basis. We have visited Alveley Village Hall which
was refurbished last year and although not totally comparable as their facilities are somewhat larger
than proposed at the Chapel, they are nevertheless sufficiently close to make the exercise
worthwhile. Thus given what has been achieved at the Village Hall we are confident that our budget
of •4,000 will cover all costs. In any event we will constrain expenditure to within available funds
and have deliberately set the budget at a higher figure that we believe will be required.
IT Equipment – The intention is to acquire 3 lap tops plus, router etc. and until we come to actually
purchase these a precise figure is unknown. We have researched via the internet and are happy that
we can acquire what we need within the budget figure of •1800.
The Chapel - 2 Bay Disabled Parking Area
03/02/12
Nick Armstrong
Item
Description
Quant
Unit
Rate
Total
1
Remove part of entrance wall to make wider entrance for car park
1.00
item
Ä150.00
Ä150.00
2
Remove 150mm topsoil for carpark and deposit on site (7.2m x 12m)
86.40
sm
Ä1.50
Ä129.60
3
Reduce level for carpark 250mm deep and deposit on site
21.60
cm
Ä4.50
Ä97.20
4
Edging kerbs to carpark
38.40
lm
Ä15.00
Ä576.00
5
MOT Type 1 compacted stone fill to carpark 300mm thick
25.92
cm
Ä35.00
Ä907.20
6
Binder course tarmac 75mm thick to car park
86.40
sm
Ä9.50
Ä820.80
7
Wearing course tarmac 25mm thick to car park
86.40
sm
Ä12.50
Ä1,080.00
8
White lining to car park
1.00
item
Ä150.00
Ä150.00
Total
Vat @ 20 %
Grand Total
Ä3,910.80
Ä782.16
Ä4,692.96
The Chapel - Pedestrian Access
03/02/12
Nick Armstrong
Item
Description
Quant
Unit
Rate
1
Lift old paviours and stack for reuse
10.20
sm
Ä7.50
Ä76.50
2
Remove old railings
8.50
lm
Ä8.00
Ä68.00
3
Excavate 600mm trench for retaining wall foundation
5.10
cm
Ä17.50
Ä89.25
4
Concrete foundation to trench including mesh
1.53
cm
Ä150.00
Ä229.50
5
215mm Brickwork retaining wall
9.14
sm
Ä85.60
Ä782.17
6
Backfill and compact with MOT Type 1 Stone
6.12
cm
Ä35.00
Ä214.20
7
Sand bed and relay paviours
10.20
sm
Ä16.50
Ä168.30
8
Gravel margins to side
8.50
lm
Ä4.50
Ä38.25
9
Handrail fixed to retaining wall to prevent fall over wall
8.50
lm
Ä35.00
Ä297.50
Total
Vat @ 20 %
Grand Total
Total
Ä1,963.67
Ä392.73
Ä2,356.40
Estimated Furniture Costs
Chapel Room
Bookshelves
Leaflet Display
Notice Boards
Cupboards
Sofas
Tables
Coffee Tables
Chairs
Ä each
Ä 500.00
Ä 100.00
Ä 40.00
Ä 200.00
Ä 700.00
Ä 120.00
Ä 80.00
Ä 60.00
No
1
1
4
3
2
4
2
16
Cost
Ä 500.00
Ä 100.00
Ä 160.00
Ä 600.00
Ä 1,400.00
Ä 480.00
Ä 160.00
Ä 960.00
Ä 4,360.00
VAT
100.00
20.00
32.00
120.00
280.00
96.00
32.00
192.00
872.00
Total Cost
Ä 600.00
Ä 120.00
Ä 192.00
Ä 720.00
Ä 1,680.00
Ä 576.00
Ä 192.00
Ä 1,152.00
Ä 5,232.00
Ä
Ä
Ä
Ä
Ä
Ä
Ä
Ä
Ä
Ä 200.00
Ä 60.00
Ä 270.00
Ä 100.00
Ä 80.00
Ä 40.00
3
8
4
1
1
2
Ä 600.00
Ä 480.00
Ä 1,080.00
Ä 100.00
Ä 80.00
Ä 80.00
Ä 2,420.00
Ä 120.00 Ä 720.00
Ä 96.00 Ä 576.00
Ä 216.00 Ä 1,296.00
Ä 20.00 Ä 120.00
Ä 16.00 Ä 96.00
Ä 16.00 Ä 96.00
Ä 484.00 Ä 2,904.00
Meeting Room
Cupboards
Chairs
Tables
Dry-Wipe Board
Flip Chart
Notice Boards
Ä 6,780.00 Ä 1,356.00 Ä 8,136.00
The above prices have been taken from a web based company, '[email protected]'
This is a company well known to us as we have used their services previously.
All prices have been rounded to the nearest Ä10
Appendix E
Profit & Loss Account Forecasts (3 Years)
Profit and Loss Account
1st Year 2nd Year 3rd Year
Income
Room Letting
CafÄ Sales (Net)
Donations/Gifts/Fund Raising/PCC
Office Services
Training Courses
Miscellaneous
Expenditure
Insurance
Water Rates
Broadband/Landline
Gas
Electricity
Cleaning
Office Expenses
Refuse Collection
Maintenance
Miscellaneous
Surplus/Deficit
1,000
3,998
1,500
200
450
0
1,200
6,480
500
360
600
0
1,260
6,732
250
420
700
0
7,148
9,140
9,362
480
800
360
1,000
550
1,500
120
80
1,000
120
504
840
378
1,050
660
1,575
180
100
1,050
144
540
879
397
1,102
696
1,654
210
105
1,102
180
6010
6481
6865
1,138
2,659
2,497
Appendix F
Cash Flow Forecast (3 Years)
Cash Flow Forecast - 12 Months Year 1
Month:
May
June
July
August
September
October
November
December
January
February
March
April
Totals
Receipts
Room Letting
CafÄ Sales
Donations/Gifts/Fund Raising/PCC
50
50
50
75
75
100
100
100
100
100
100
100
1,000
100
100
150
250
400
500
650
800
800
800
800
800
6,150
20
20
1,000
250
Office Services
20
Training Courses
20
20
20
150
250
20
20
20
20
150
1,500
150
450
Miscellaneous
Total Receipts
200
0
1,150
150
370
345
495
870
920
920
920
1,170
1,070
920
9,300
Cash purchases/CafÄ Stock
35
35
53
88
140
175
228
280
280
280
280
280
2,153
Insurance
40
40
40
40
40
40
40
40
40
40
40
40
480
100
100
100
100
100
100
100
100
30
30
30
30
30
30
30
30
30
30
30
360
250
1,000
Payments
Water Rates
Broadband/Landline
30
Gas
200
Electricity
Cleaning
Office Expenses
250
800
300
50
50
50
50
50
50
50
50
50
50
50
550
125
125
125
125
125
125
125
125
125
125
125
125
1,500
10
10
10
10
10
10
10
10
10
10
10
10
120
Refuse Collection
Maintenance
Miscellaneous
250
10
10
10
250
10
10
10
250
10
10
10
10
10
80
80
250
1,000
10
120
0
0
Total Payments
250
400
868
453
505
1,040
593
645
1,195
545
545
1,125
8,163
Cashflow Surplus/Deficit (-)
900
-250
-498
-108
-10
-170
328
275
-275
625
525
-205
1,138
0
900
650
153
45
35
-135
193
468
193
818
1,343
900
650
153
45
35
-135
193
468
193
818
1,343
1,138
Opening Cash Balance
Closing Cash Balance
Cash Flow Forecast - 12 Months Year 2
Month:
May
June
July
August
September
October
November
December
January
February
March
April
Totals
Receipts
Room Letting
100
100
100
100
100
100
100
100
100
100
100
100
1,200
CafÄ Sales
840
840
840
840
840
840
840
840
840
840
840
840
10,080
Donations/Gifts/Fund Raising/PCC
250
30
30
30
30
30
30
30
30
30
30
360
150
600
Office Services
30
250
Training Courses
150
30
500
150
150
Miscellaneous
Total Receipts
0
1,220
970
1,120
970
970
1,370
970
970
1,120
970
970
1,120
12,740
Payments
Cash purchases/CafÄ Stock
300
300
300
300
300
300
300
300
300
300
300
300
3,600
Insurance
42
42
42
42
42
42
42
42
42
42
42
42
504
Water Rates
93
93
93
93
93
93
93
93
93
Broadband/Landline
32
32
32
32
32
32
32
32
32
32
32
32
Gas
210
210
263
840
368
378
1,050
Electricity
55
55
55
55
55
55
55
55
55
55
55
55
660
Cleaning
131
131
131
131
131
131
131
131
131
131
131
131
1,575
15
15
15
15
15
15
15
15
15
15
15
15
180
263
1,050
12
144
Office Expenses
Refuse Collection
100
100
Maintenance
Miscellaneous
263
12
12
12
263
12
12
12
263
12
12
12
12
12
0
0
Total Payments
990
680
943
890
680
943
943
680
943
954
587
849
10,081
Cashflow Surplus/Deficit (-)
230
290
177
80
290
427
27
290
177
16
383
271
2,659
Opening Cash Balance
1,138
1,367
1,657
1,835
1,915
2,205
2,632
2,659
2,949
3,127
3,143
3,526
Closing Cash Balance
1,367
1,657
1,835
1,915
2,205
2,632
2,659
2,949
3,127
3,143
3,526
3,797
Cash Flow Forecast - 12 Months Year 3
Month:
May
June
July
August
September
October
November
December
January
February
March
April
Totals
Receipts
Room Letting
105
105
105
105
105
105
105
105
105
105
105
105
1,260
CafÄ Sales
882
882
882
882
882
882
882
882
882
882
882
882
10,584
35
35
35
35
35
35
35
35
35
35
35
420
175
700
Donations/Gifts/Fund Raising/PCC
Office Services
250
Training Courses
175
35
250
175
175
Miscellaneous
Total Receipts
0
1,022
1,022
1,197
1,022
1,022
1,447
1,022
1,022
1,197
1,022
1,022
1,197
13,214
Payments
Cash purchases/CafÄ Stock
321
321
321
321
321
321
321
321
321
321
321
321
3,852
Insurance
45
45
45
45
45
45
45
45
45
45
45
45
540
Water Rates
98
98
98
98
98
98
98
98
98
Broadband/Landline
33
33
33
33
33
33
33
33
33
33
33
33
Gas
221
221
276
879
386
397
1,102
Electricity
58
58
58
58
58
58
58
58
58
58
58
58
696
Cleaning
138
138
138
138
138
138
138
138
138
138
138
138
1,654
18
18
18
18
18
18
18
18
18
18
18
18
210
276
1,102
15
180
Office Expenses
Refuse Collection
105
105
Maintenance
Miscellaneous
276
15
15
15
276
15
15
15
276
15
15
15
15
15
0
0
Total Payments
1,051
725
1,001
946
725
1,001
1,001
725
1,001
1,013
627
903
10,717
-29
297
196
76
297
446
21
297
196
9
395
294
2,497
Opening Cash Balance
3,797
3,768
4,065
4,261
4,338
4,635
5,081
5,102
5,399
5,596
5,605
5,999
Closing Cash Balance
3,768
4,065
4,261
4,338
4,635
5,081
5,102
5,399
5,596
5,605
5,999
6,293
Cashflow Surplus/Deficit (-)